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Chapter 9. Change Management in Business Process Reengineering Reference: Tan, A. (2007). Business Process Reengineering in Asia: A Practical Approach, Pearson Education, Singapore. Burke, G. and Peppard , J. (1995). Examines Business Process Re-engineering, Kogan Page Limited, London .

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Chapter 9

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Chapter 9

Chapter 9

Change Management in Business Process Reengineering

Reference:

Tan, A. (2007). Business Process Reengineering in Asia: A Practical Approach, Pearson Education, Singapore.

Burke, G. and Peppard, J. (1995). Examines Business Process Re-engineering, Kogan Page Limited, London

.

Revised Date : November 2013


Learning outcomes

Learning outcomes

  • To understand the change management process.

  • To understand the framework that commonly used

  • To outline the challenge and critical skills involved.


Introduction

Introduction

  • The management of change is viewed

    • as a complex and

    • difficult area

  • The notion of BPR as a change initiative will be examined and compared to a set of approaches from change management.


Framework for managing change

Framework for Managing Change

  • Three perspectives have been selected which address differing facets of the change process:

    • How to affect successful change?

    • The degree or scope of the change being considered

    • Approaches to implementation.

  • These three perspectives highlighted the areas that need to be considered if successful change is to be achieved.


Boddy and buchanan framework

Boddy and Buchanan Framework

  • To evaluate and examine BPR as an approach to affecting change.

  • Focus at the role of senior management

  • This framework derived from 3 models

    • Project management

    • Participative management

    • Political perspective

Project management

Participative management

Political perspective


Boddy and buchanan framework1

Boddy and Buchanan Framework

  • Project management

    • Based on the concept of project life-cycle

    • Involves a clear statement and definition of objectives, responsibilities, deadlines and budgets

    • Successful change is due to a clarity in the initiatives, effective monitoring and control.

    • This is to ensure to meet / remain the target.

    • The project manager’s roles

      • Focus on the objectives

      • Control

      • Monitoring progress

      • Deals with problems

      • Etc.


Boddy and buchanan framework2

Boddy and Buchanan Framework

  • Participative management

    • Emphasis on members within the organization who are affected by the changes

    • A participate in the change initiative - the acceptance level among employees.

    • Constraints such as lack of time, expertise or resources, politics and etc.

    • Emphasize on understanding of the process of change, interpersonal and social skills to facilitate it.


Boddy and buchanan framework3

Boddy and Buchanan Framework

  • Political perspectives

    • The resistance based on individual personalities, values or errors in planning and design are easily identified and addressed.

    • If the resistance occurs due to new patterns of work, relationship and distribution of power, it would be more difficult to predict and to solve.

    • Successful implementation may require senior management to be sensitive to the power and influence of key individuals or groups.


Challenges

Challenges

  • Fear of job loss

    • Myth: reengineering became synonymous with downsizing and worker layoffs

    • Some company belief in reducing employees number

    • Some may relocate the affected employees to other division or department.


Challenges1

Challenges

  • Inadequate skills of workers

    • No BPR effort will succeed without first reeducating and retraining the people who will work with the new process.

  • Lack of management support

    • Support from all levels will help to ensure the successful of BPR effort.

    • Example: the senior management should involve with the campaign or in disseminate the information to the lower level.


Challenges2

Challenges

  • Change of organizational structure and culture

    • People will react strongly when changes occur on the familiar working and living patterns.

    • Changes normally takes time.

    • For IT & BPR- most companies are expecting rapid changes.

    • It could be due to technology fast change. Whatever technology that you have today may not be your competitive advantage in the market for another year.

    • With IT, people are expecting a dynamic changes and quick result.

    • It can happen if supported by adequate skills and support programs


Critical skills

Critical Skills

  • Political skills

  • Analytical skills

  • People skills

  • Leadership skills


Summary

Summary

  • The Boddy and Buchanan framework

  • The challenge in change management.

  • The critical skills for change management.


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